Defending the Customer Success team with Cross Functional Peers Questioning Value
With pressure on all Tech Software companies to at a minimum, maintain the revenue status quo (and margins), to minimize churn and continue the upward trend in NPS, I continue to come across extended teammates (i.e. Sales, Pre-sales, Sales Ops, Prod. Mgmt., etc.) questioning the value of a CSM. "Aren't they just glorified Tech Support or Critical Account Managers?"
And though I am of course able to present our successful measurable results (upsell, cross sell, decreased churn, etc.), I still come across the naysayers.
How do I "put them to bed?" Thanks.